An example of an internal audit checklist. Internal audit is a guarantee of improving the activities of the enterprise
Remember, we have divided ISO requirements 9001:2015 to internal audits. Just now we mainly talked about the first part. The practical implementation of the rest of the ISO 9001 provisions in the enterprise will be more difficult to verify. However, this task is up to anyone. Depends on the specifics of the particular process being checked, of course. As you know, many companies resort to key performance indicators (KPIs - Key Performance Indicators, - ed.) to evaluate performance, including when they achieve compliance with ISO 9001:2015. , measuring a specific indicator of which one can confidently draw conclusions about the state of the process.
I say this to the fact that if KPIs are implemented and supported by process owners, then an assessment of the effectiveness of the QMS based on existing KPIs can be included as one of the elements of the internal audit checklist. If KPIs are not included in the practice of the audited company, then it would be good to include a question to the process owner in the checklist: how does he determine for himself that his process is effective. By finding this out, you will get more out of the internal audit process.
For more information about key indicators activities, visit the page "".
Table 3.1
Audit check sheet No. _____
| The number and title of the clause of the applicable standard | Scroll control questions(requirements) | Compliance (Not really) | № act of non-compliance | Note |
Preferably, each checklist contains a reference to a specific item in the applicable standard, system-wide Guidelines or other document against which compliance is being tested, as well as a field for marks of compliance, non-compliance and comments. The auditor should think over in advance the questions that he is going to ask in the audited unit and fix them in the checklist. During the audit, the auditor makes his notes in the checklist, which further facilitates the work of drawing up audit conclusions. The use of checklists and forms should not limit the scope of the audit activity, which may vary depending on the information collected during the audit. Working papers, including records of the results of their use, should be kept at least until the end of the audit. Documents containing confidential or proprietary information should be retained at all times by members of the engagement team in a manner that is appropriately secured.
3.4. Conducting an on-site audit
Conducting an on-site audit involves holding a preliminary meeting, exchanging information during the audit, collecting and verifying information, drawing conclusions on the audit, preparing an opinion on the results of the audit, and holding a final meeting.
The opening meeting is held to 26:
acquaint the audit team with representatives of the audited organization;
agree (confirm) the audit plan;
determine what is required of the organization's personnel during the audit;
make sure that accompanying persons are assigned to auditors;
answer questions from the audited organization.
The audit team leader can explain the audit methods and the procedures by which the audit is conducted. It is recommended that the role of maintainers be clearly defined at the introductory meeting, especially if the internal audit procedure provides for the maintainer's signature on the non-compliance report. In this case, it must be explained that the escort acts only as a witness, and his signature confirms that this or that fact took place, and not that the situation is a non-compliance with the established requirements. Accompanying persons should perform the following responsibilities: providing contacts and scheduling interview times, ensuring visits to specific locations in the organization, ensuring that security policies and procedures are known to and followed by members of the audit team, acting as witnesses during the audit on behalf of the auditee , providing clarification or assisting in the collection of information. It should also be explained that escorts are not members of the audit team and therefore should not influence or interfere with the conduct of the audit.
During the meeting, the audit team leader should communicate the date, time and place of the closing meeting and give the auditee an opportunity to ask questions.
Before the auditors begin their duties, the team leader must ensure that the auditors are familiar with the safety regulations.
When conducting an audit in a small organization, there is no need to introduce auditors to the audited personnel and provide them with accompanying persons. In this case, the opening meeting may simply consist of a presentation by the audit team leader on how the audit will be conducted.
During the audit process, there should be an ongoing exchange of information between the audit team and the auditee. The audit team should meet periodically to exchange information, evaluate the progress of the audit and, if necessary, redistribute responsibilities among the auditors. During the course of the audit, the audit team leader should periodically communicate to the auditee and the client about the progress of the audit and any issues, if applicable. Evidence collected in an audit that involves a significant risk (for example, safety, environment or quality) should be immediately brought to the attention of the auditee and, if necessary, the client. Any issue on a matter outside the scope of the audit should be noted and brought to the attention of the audit team leader for possible informing the audit client and auditee. If the available evidence indicates that the objectives of the audit are not achievable, then the audit team leader should communicate the reasons to the audit client and the auditee in order to determine how to proceed. These actions may include revalidating or changing the audit plan, or changing the objectives or scope of the audit, or terminating the audit. Any changes to the scope of the audit, which may be noticeable during the course of the audit, should be reviewed and approved as appropriate.
In the process of conducting an audit, information related to the objectives, scope and criteria of the audit, including information on the interaction of functions, activities and processes, should be collected by appropriate sampling and should be verified. The purpose of collecting information is to generate audit evidence. Audit evidence can only be information that can be verified. Audit evidence must be recorded. They are based on a selection of suitable data. Therefore, there is an element of uncertainty in an audit, and those preparing an audit opinion should be aware of this.
The choice of sources of information is carried out by the auditor depending on the volume and complexity of the audit. The sources of initial information for the auditor during the audit are 27:
documents regulating the activities of the unit and / or processes (regulations on the unit, job descriptions, procedures, work instructions, methods, orders, orders, permits, etc.);
plans, acts, registration logs (measurement logs), minutes of meetings, training programs and logs, labor tools, computer bases, infrastructure elements, production environment, etc.;
data received outside the audited unit, for example, from the quality service, from other units, etc.
An inspection is an examination made during an audit and based on the visual perception of the auditor. It is known that thanks to vision, a person receives up to 85% of the information coming to him. During the inspection, the auditor looks primarily for material evidence of compliance. This is especially important when checking in industrial premises, in laboratories, in product storage warehouses, etc. The objects of the auditor's inspection can be 29:
documentation, procedures and records (availability, status, availability);
working environment, the state of workplaces (technology compliance, security);
infrastructure: equipment, tooling, tools, energy supply, transport, communications (availability, condition, technology compliance);
means of measurement, control and testing (availability, condition, compliance with technology, metrological rules and norms);
personnel (availability, qualifications, behavior);
products (order of circulation, technology compliance).
The choice of interlocutor should be made from among those who directly carry out the audited activity. It is desirable that these are employees of different official levels of management. The audit planning process should include conversations with the owner (manager) of the process and, if necessary, with the supplier and consumer of the process.
Each conversation should be conducted with only one employee: a conversation with several employees at once is usually ineffective.
The reasons and topics of the conversation must be communicated to the employee before the conversation begins.
The conversation should be conducted in a manner appropriate to the situation (environment) and the personality of the interlocutor. It is desirable that during the conversation, the auditor and the interlocutor are, if possible, isolated from external interference (one-on-one conversation).
The interview should only take place during normal work time at the employee's normal workplace.
The conversation can be started by asking the interlocutor to describe his daily work (the order of its implementation, availability of resources, compliance with established requirements, criteria and methods for assessing the quality of work).
If the conversation is conducted by two (or more) auditors at once, then questions should be put mainly by one of them, and the other should take notes (precisely during the conversation, and not after it).
During the conversation, the auditor can stop the interlocutor, but only if he is clearly distracted from the topic. However, this should be done in such a way that the interlocutor does not get the impression that the information given by him is of little importance.
For the organization of the conversation is of great importance right choice way of formulating the question. Appendix 3 provides the types of questions that are recommended and not recommended in the practice of the auditor, and examples of their formulation. Which type of question to choose depends on specific purpose the conversation and the situation in which it is conducted. The preferred types of questions for the auditor are open-ended and clarifying. Suggestive, alternative, assertive and obstructing communication are not recommended. The personifying question type is invalid.
During the conversation, the auditor should remember that the evidence of the interlocutor can be considered as objective only when they are supported by relevant facts. Otherwise, they are subjective and therefore extremely difficult to use in audit evidence.
During the conversation, use questions that begin with the words “What”, “Who”, “For what”, “Where”, “When”, “How”, “Why”, and “Could you show me this, please? » (English experts consider these words-questions as words-assistants of the auditor):
The question "what?" implies a response that reveals the interlocutor's understanding of the subject of discussion.
The question "Who?" implies an answer that reveals what executive does the job in question (not the person).
The question "For what?" implies an answer about the goals and objectives of the work performed (procedure).
The question "Where?" implies a response about the place of work.
The question "When?" implies the answer at which stage of the procedure the action is performed.
The question "How?" implies an answer about the method and way of working.
The question "Why?" implies a response that reveals the rationale behind the previous answers.
The “Show” request enables the auditor to obtain visual confirmation of the information contained in the interlocutor’s answers.
The auditor's questions should not be biased, as the answers to them may also be biased.
The auditor does not have to answer the questions posed by him.
During the conversation, you should not use terminology that is incomprehensible to the interlocutor. If it becomes necessary to use a special term, then its meaning should be explained to the interlocutor.
A conversation conducted at the workplace should not be long, so as not to cause nervousness of the interlocutor.
Inconsistencies (existing or potential) identified during the conversation should be recorded in the auditor's journal (checklist) with an indispensable reference to the unfulfilled item (section) of the regulatory document.
The auditor should summarize the information received during the conversation, formulate the main (positive and negative) impressions and key points. It is permissible to allow the interlocutor to read the comments made by the auditor.
At the end of the conversation, the auditor should thank the interlocutor for assistance and cooperation.
Information obtained during the conversation should be analyzed by comparing it with information on the topic obtained from conversations with other employees, and auditor's personal observations.
It should be borne in mind that the reasons for an unsuccessful conversation may be in the auditor himself: fuzzy questions, speech oversaturated with special terms, poor disposition for a conversation, a desire to hear what you expect in the answers, the wrong line of conduct.
The result of the collection of information is audit evidence. Audit evidence - records, a statement of facts or other information that is related to the audit criteria and can be verified 31 . Audit evidence can be qualitative or quantitative . Based on the collected audit evidence, it is necessary to form audit observations using information verification methods.
Audit Observations - Evaluation of the Collected Audit Evidence Depending on the Audit Criteria 32 . Audit observations may indicate compliance or mismatch audit criteria or opportunities for improvement . Observations, in turn, are the basis of the audit conclusion. The audit conclusion is the output of the audit provided by the audit team after considering the audit objectives and all audit observations 33 .
Methods for verifying information and generating audit observations include 34:
analysis;
proof;
evaluation.
Where the data obtained by the auditor is in quantitative form (for example, results data technical control, data on the number of detected nonconformities, data on the causes of nonconformities, etc.) it is advisable to present and analyze them using statistical methods. Simple statistical methods: graphs; checklist, histogram; Ishikawa scheme; Pareto chart; scatter chart. The objects of documentation analysis are:
documents of the quality and (or) environmental management system that apply to the activities of the audited unit or process;
records of the implementation of a specified process or activity and the results achieved.
Review of documents and records involves both the analysis of their content and the management of documents and records. The most significant results of the documentation review, including the collection of information, should be recorded in the auditor's log.
Significant characteristics of audit evidence are its reliability and sufficiency. Evidence is considered reliable if it inspires the auditor's confidence, is objective and verifiable. the sufficiency of evidence is determined by its completeness, which largely depends on the amount of information collected. Failure to comply with the requirements for proof devalues the audit result.
Obtaining certificates is one of the most important and difficult moments in the work of the auditor. The following are a number of provisions that may be useful to the auditor in this area 35:
evidence forms the basis of the audit report and, therefore, without the necessary evidence, such an opinion cannot be reliable;
evidence can be considered objective if it contains information that can be recognized as true, based on facts and obtained by inspection, measurement, testing and other means;
when receiving evidence of compliance with procedures (instructions), the auditor must be sure that these procedures will be followed in the future, at least until the next audit;
the reliability of the audit certificate depends on many factors, but primarily on the degree of its confirmation and the qualifications of the auditor;
the more reliable the evidence, the lower the risk of an erroneous audit report (it should be noted that no one is free from erroneous conclusions and therefore certain elements of risk are inherent in the audit report).
identity (repeatability in time and places of application) of practical actions to the rules and norms established in the documentation of the quality management system;
fulfillment of the requirements of those sections of ISO 9001 that are mandatory for documentation in the organization;
availability and implementation of planned activities in the field of quality;
evaluating the effectiveness of processes;
effectiveness of corrective and preventive actions;
continuous improvement of activities, processes and management systems in general.
When evaluating evidence, there is a possibility of erroneous (incorrect) conclusions and, as a result, an incorrect conclusion based on the results of the audit. The probability of incorrect conclusions is reduced when using objective data, i.e. data based on measurements.
Audit evidence should be evaluated against audit criteria for
formation of audit observations. Audit findings may indicate either compliance or non-compliance with audit criteria. If this has been determined by the audit objectives, observations may indicate opportunities for improvement.
Non-compliance - non-fulfillment of the established requirement. The auditor should identify each discrepancy found by him and classify it according to the form of manifestation and degree of significance.
In the form of manifestation, the discrepancy can be actual or potential. IN difference from the actual, proven evidence of a specific non-compliance with the established requirement, a potential non-compliance is a non-compliance, the likelihood of which in the future may be only predicted with a certain degree of accuracy. Examples of potential non-compliances can be unqualified instruction of production equipment operators, insufficient competence of employees in performing a documented procedure, - the value of the harmful substance release indicator is approaching the maximum allowable, etc. 37 .
According to the degree of significance (the magnitude of the risk negative consequences if the nonconformity is not corrected) nonconformities can be major (Category 1), minor (Category 2) and notifications.
A major nonconformity is a nonconformity in the quality management system that is likely to result in non-compliance with product requirements.
Examples of significant non-compliance can be - unreasonable absence of activities stipulated by the requirements of ISO 9001, failure to comply with any requirement of ISO 9001, repeated (more than 2 times) non-compliance with the provisions of the quality management system document, ineffectiveness of the process, etc. 38 .
A minor nonconformity is considered to be a separate non-systematic omission, error, defect in the functioning of the quality management system, which can lead to non-fulfillment of product requirements, as well as to a decrease in the effectiveness of the functioning of the process or the management system as a whole. Examples of minor inconsistencies are the lack of objective evidence that the employees of the unit familiarized themselves with the documents of the quality management system, - separate fuzzy records when registering quality data, the lack of updated copies of documented procedures, registration of quality data in violation established forms 39 .
Notification - a critical judgment about the state of the surveyed object. Examples of notifications (remarks) can be the joint storage of existing and canceled documents of management systems, the lack of confirmation of familiarization of performers with technical documentation, - lack of an approved list of recognized suppliers to the organization, lack of evidence of a separate corrective action 40 . Auditor notices are, in fact, a warning, since an unresolved remark may eventually become a nonconformity. In this regard, the recording of comments, as well as inconsistencies, can be considered as an added value of the audit.
A discrepancy or notice found by the auditor should be considered jointly with a representative of the audited unit in order to obtain confirmation (recognition) that the audit evidence is correct and the discrepancy is understood. All possible differences of opinion in this case should be documented.
Nonconformities should not include deviations or deviations authorized by authorized persons and (or) the consumer. Departure Permit - Permission to deviate from the original specified requirements for a product before it is manufactured. Such authorization is usually limited to a quantity of production or a period of time. Permission to deviate - permission to use or release products that do not meet specified requirements. Permission to deviate usually covers the supply of products with non-conforming characteristics, subject to agreement with the consumer of restrictions on the time or quantity of these products. Each instance of deviation or deviation must be documented. Going beyond the scope of a waiver or deviation should be considered a non-compliance.
The discrepancy detected (identified) by the auditor and confirmed by the representative of the audited unit must be documented in the form of a protocol (act), in which the following must be noted:
time and place of detection (detection);
a summary of the discrepancy; - the significance of the nonconformity;
reference to a violation of the requirements of a specific document;
the need for correction or corrective action.
Nonconformities should be reviewed in conjunction with a representative of the auditee to obtain confirmation that the audit evidence is correct and the nonconformities are understood. Every effort should be made to resolve any disagreement regarding audit evidence and/or observations, and pending issues should be recorded.
The conclusion of the audit team based on the results of the audit may contain a final assessment of 41:
degree of conformity the process, activities of the unit or the management system as a whole, the audit criteria;
performance and the effectiveness of the process, the activities of the unit going through the management system as a whole;
leadership abilities ensure the ongoing adequacy and effectiveness of the process, activities of the unit or the management system as a whole;
recommendations for the correctness of establishing process performance and efficiency indicators;
improvement opportunities process, activities of a unit or the management system as a whole.
Is it possible to state that the personnel of the audited unit (several units) knows, has at its disposal, understands and uses the documents of the quality management system that are mandatory for them?
Is compliance with the requirements of the quality management system documents confirmed by the necessary registration data, facts and other evidence?
Do all the requirements of the documents used in the unit (s) ensure the achievement of the goals of the unit (s) in the field of quality?
Are the intended results achieved in the audited process, unit activity or management system as a whole?
Are the allocated resources being used effectively enough to implement the process, the activities of the unit or the management system as a whole?
Is it confirmed that the process, the activities of the unit or the management system as a whole operates under controlled conditions?
can it be argued that the management allocates resources sufficient for the effective functioning of the process, the activities of the unit or the management system as a whole?
is there a need and real opportunity improve the process (reducing time, costs, improving quality, reducing the negative impact on environment), the activities of the unit or the management system as a whole?
what recommendations can be given by the audit team to improve the audited object?
During the closing meeting, chaired by the audit team leader, audit findings and audit conclusions should be presented in a manner that is understandable and accepted by the auditee, and, if necessary, agreed on a timeframe for the auditee to submit a corrective and preventive action plan. Participants in the closing meeting should be representatives of the auditee, and may also include the audit client and other parties. In the event that situations arise during the audit process that may affect the reliability of the audit conclusions, the head of the audit team should inform the audited organization about this.
In many cases, for example, when conducting internal audits in small organization, the closing meeting may only consist of communicating the audit findings and the conclusion of the audit. In other cases, the meeting must be formal with minutes and a list of those present.
Any disagreement regarding audit observations and/or audit conclusions between the audit team and the auditee should be discussed and, if possible, resolved. Otherwise, all opinions must be registered. If required by the objectives of the audit, recommendations for improvement should be provided. It should be emphasized, however, that the recommendations are not binding.
Remember, we have identified two parts of the ISO 9001:2015 requirements for internal audits. Just now we mainly talked about the first part. The practical implementation of the rest of the ISO 9001 provisions in the enterprise will be more difficult to verify. However, this task is up to anyone. Depends on the specifics of the particular process being checked, of course. As you know, many companies resort to key performance indicators (KPIs - Key Performance Indicators, - ed.) to evaluate performance, including when they achieve compliance with ISO 9001:2015. , measuring a specific indicator of which one can confidently draw conclusions about the state of the process.
I say this to the fact that if KPIs are implemented and supported by process owners, then an assessment of the effectiveness of the QMS based on existing KPIs can be included as one of the elements of the internal audit checklist. If KPIs are not included in the practice of the audited company, then it would be good to include a question to the process owner in the checklist: how does he determine for himself that his process is effective. By finding this out, you will get more out of the internal audit process.
For more information on key performance indicators, please visit the page "".
The area of need for control depends on the structure and type of activity of a particular organization. For correct check the work of the company must be carried out regularly. This procedure is simply impossible without a correctly compiled checklist.
The concept of a checklist for internal audit
An audit checklist may be required to audit the entire activity of an organization or a single industry, process or department. This document used to be filled out in paper form, later electronic versions began to appear in Word and Excel. Now there are specialized applications for, but the previous methods are still relevant.
The standard form of the audit checklist contains 6 columns:
- Number line.
- Verifiable ISO requirement.
- Detailed questions.
- A method for evaluating the requirement being tested.
- Check result mark.
- Comments of the auditor or commission.
The very concept of a checklist literally translates as a "checklist" and can even be used to audit the activities of 1 employee of the company.
Legal Framework
According to the Federal Law of December 30, 2008 No. 307 "On Audit", the preparation of checklists is regulated various kinds, but this applies to external audit. It is legally allowed to conduct an internal audit by involved companies. Management can invite an employee to conduct an audit, rather than create a commission from their own employees.
Art.19 federal law"On Accounting" dated December 6, 2011 obliges to conduct an internal audit. This concerns the verification of the accounting area, other areas of activity are controlled according to the personal preferences of the organization.
Document Functions
The main tasks of the checklist are to control and structure information about the current processes of any type of activity. This is a kind of checklist of questions that allows you to conduct a systematic analysis and identify shortcomings in the work of a particular link in the organization.
In addition to the controlling function, based on the checklist data, it is possible to draw up a further development plan or change the structure of the company. Also, based on the results of an internal audit, it is permissible to assess the competence of employees of the audited department of the company or the whole.
The steps for filling out the checklist for the internal audit of the QMS with examples are described below.
Filling steps
In the control process, the structure of the checklist is important. When developing it, it is necessary to take into account a logical sequential procedure that excludes a constant return to aspects already considered. This will allow you to build the correct structure not only of the checklist itself, but also help in filling it out correctly.
In fact, filling out a well-written checklist is very simple.
- At the first stage, it is necessary to delve into the content of the check item, read the question or familiarize yourself with the controlled criterion.
- Further, the evaluation method should be specified and carried out in accordance with this paragraph. This may be an inspection, interview, survey, review of documentation, or other form of assessment.
- At the third stage, it is necessary to enter or enter the results of the control in the appropriate column of the checklist.
- Also in a number of documents there is a paragraph with the auditor's comments. If it is on the checklist, then it must be completed before moving on to the next question.
You can download a sample checklist for internal audit.
Sample checklist for internal audit
Sample checklist for internal audit - 1
Sample checklist for internal audit - 2
Sample checklist for internal audit - 3
Sample checklist for internal audit - 4
Sample checklist for internal audit - 5
Creative, attentive and serious attitude to work is an important component modern business. However, creativity has always been closely associated with unforeseen costs of working time, uncertainty in labor assessment, and the need to clarify the cost of the work performed.
There are a large number of tasks that do not require high qualifications and can be solved by accurate and high-quality execution of a sequence of simple actions. A checklist is just such an option for solving a problem.
Scope of the idea
The sequence of simple operations has application both for solving critical tasks that are performed by qualified specialists, and for other tasks that an ordinary worker, student or schoolboy can handle.
A checklist is a sample of the correct one written as a sequence of the most simple, most accurate and concise, but complete actions that need to be performed, for example, in order to:
- the plane took off;
- go to the store and buy what mom asked;
- build a business;
- achieve some goal;
- check or do something for something.
The conveyor once revolutionized the industry, and it turned out to be useful in the production of not only simple parts, but also complex machines, mechanisms, food, sporting goods, clothing, and shoes.
Ideally, when the checklist is a dozen of the minimum necessary, simple actions:
- ideal simple action - a simple, unconditional instruction to do something;
- the ideal indication does not create options, but the next action is performed strictly in turn;
- no random movements, everything is done strictly according to the plan and according to the content of each item on the sheet.
The goal (task) can be great, and not every solution can fit on one sheet. However, nothing prevents you from compiling several checklists that are executed sequentially by different workers at certain intervals.
Task solution planning
Planning is an important part of any business. A checklist is also a plan, not just a solution to a problem. You can draw up an action plan in case of an unforeseen situation, a plan of behavior in case of an accident or natural disaster, a daily routine in a children's holiday camp. The schedule of classes at an institute or school is also a test product for "simple intelligence", since there are conditions in this kind of checklist. For example, even or odd days, weeks.
Man has always planned everything he did, but he did it unconsciously. The emergence of the concept of "checklist" is an example of how the ordinary and habitual unconscious enters the competence of the conscious, acquires a new meaning and a radically new quality.
The term itself is relatively young, but the history of its idea and its application goes back hundreds of years. Most likely, the first papyri with the regulation of the sequence of simple actions were used in ancient times, otherwise it is difficult to explain the moments of the heyday of ancient civilizations, as well as the reasons for their fall.
Sample: FTP Daemon Installation Checklist
This is a pattern written once and used for many years. Nothing here is beautifully designed, written in Unixoid style, but practical.
Generally speaking, such checklists are born as a result of long-term administration performed by the system administrator. As a rule, after two or three years, after hundreds of installations, the administrator writes such a memo to himself and his colleagues. This is a real checklist: ugly, but practical.
Sample beautiful impractical checklist
Everything is correctly written here, but this is not a checklist. In particular, "Logo" is primarily verbs:
- create;
- how to create;
- what to consider;
- what to discard.
Behind each such verb there should be several recommendations.
The appeal to the slogan is reasonable, but the creation of a slogan is creativity, and its verification is a long practice (in a real live Internet with a massive influx of visitors), neither of which applies to the checklist.
And so on for each item.
Really "flying" checklist (fragment) for Boeing 737
This is how a checklist should be. A phrase is a simple answer. That is a simple action and a simple result.
This is only a fragment of the document, and written in English language, but in this particular case, it is not the language that matters, but the accuracy of the declaration of the action and the verification of the result of its execution.
Test Applications
Practical applications of a clear action plan:
- sports competitions;
- Accounting;
- checking the company's products;
- company audit;
- investigative activities;
- spacecraft launch, etc.
Almost any area of human life and activity can be defined by an assortment of various small plans: checklist #1, #2, #3, etc.
Strict regulation of actions is of particular importance in critical areas of activity, for example, in preparing a surgeon for an operation, when medical personnel, all participating doctors and nurses - each within their competence - performs a strictly regulated list of actions. Usually everything is done "on the machine", but professional ethics requires all actions to be performed “on a piece of paper”.
The checklist is an indispensable document for certification and regulation of the production and testing of food products, children's goods, testing the operation of machines and mechanisms.
Internet technologies and simple operations
Any surgical intervention requires a highly qualified surgeon. But it also requires the proper execution of simple operations. In particular, all the instruments on the operating table must lie strictly in certain places, the patient must be prepared for the operation not only physiologically, but also mentally.
A checklist (a sample sequence of actions) is not a program, not an algorithm, and it is difficult to attribute it to programming in the literal sense of the word, but Internet technologies have led to the need to create and perform many routine, but very important operations.
Creating a web resource requires at least the triple Apache, PHP and MySQL or its equivalent based on another server, another interpreter and database. Installing this trinity is the minimum necessary clear sequence of actions.
A mistake here is fraught with the impossibility of working at all. Modern Internet programming is characterized by the fact that the algorithms of the server, interpreter and browser programming language “do not think”, but if they “do not understand” something, then they definitely “do not do”!
Error logging is required to be declared, but often what is written to the log is not enough to find the problem.
Internet Programming: Simple Solutions to Complex Problems
The checklist is the solution to the problem. The practice of Internet programming in JavaScript and PHP, in particular, with an object-oriented style of writing, allows only two options for solving the problem:
- professional intuition.
- Test case.
There is no third. Test tools in programming have been very developed for a long time. There are also many additional tools for checking code, and programming language developers devote a lot of time and effort to creating debugging and error-finding tools.
But to determine in what place, at what level, in what particular subsystem of objects common system there was an opportunity, maybe only the creator (author) of the code, well, or an advanced test case, which an experienced master had a hand in creating.
The ideal solution is to make a checklist at the code level, when not a person, but the object created by him takes care of the execution of his own functionality, and also controls his state and his relations with other objects.
Internet promotion, SEO
Ever since the Internet became available to the mass visitor (and the topic "checklist as a test product" has always been available to the masses), a stream of monotonous ideas has poured into the field of SEO. Absolutely trivial sequences were offered, and completely real money was squeezed out of gullible buyers on empty and groundless grounds.
- technical component;
- internal idealization of content;
- semantic content of the resource core;
- content: as it is and how it should become;
- commercial moment, resource monetization;
- external circumstances;
- promotion region;
- behavioral moment in the image of the visitor, etc.
But the goal of buzzwords was money. Gullible buyers, paying for the "work" of the authors of the checklists, stimulated the production of such products, which is not good at all. But this process led to the fact that the topic of promotion expanded to the maximum possible limit and created conditions for the generalization of information.
Reproduction in the field of information is a natural process, and today anyone who wants to gets real progress own resource in any case:
- minimum costs, through own potential;
- maximum costs, through a qualified master.
Checklist today is real and effective tool achieving the desired in its formal part and absolutely complete freedom in the creative moment of the goal being achieved.
Virtual space of simple ideas
The material component in life, at work, in the socio-economic sphere as a whole has acquired stability. The fundamental reasons for the successful achievement of the desired have become clear. The checklist is an example of how the creative component has gone into the virtual space.
The level of qualification of consumers and authors of ideas has moved to a new quality. This nullified positions and led to the formation of an assortment of new tasks and the need for new solutions. The world again became more perfect, and again a new quality was due to a simple and natural step forward.
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